Author: Mensch HR

By providing a fresh perspective on people management, Mensch is a connector between HR, Finance and management, that drives strategic decisions and leads to profitability and growth.
Mensch helps you reduce paperwork, increase efficiency, and focus on your company’s most valuable asset - people.

Technology is changing the world. From drones to self-driving cars, to almost anything else you can think of.

And that includes the way we work.

While tech brings all kinds of great new innovations to the workplace, it also presents several challenges for employers. More employees are opting for the freelance or professional consulting life, choosing to divide their time between a few different projects at once. But even those who do choose to devote 100 percent of their time to one company don’t stay for long — many look for something new every year.

Not to mention, while communication tools allow for unprecedented flexibility, they also allow for teams that are scattered across the globe. So while these teams have the technical tools to talk to one another, the timing can be troublesome.

Because HR has a direct impact on hiring, retaining, and engaging employees, your team is responsible for managing employee expectations throughout their time at the company. Thus, a great people strategy is always at the core of a good business strategy. After all, the people are the business, and they need to execute in order for the business strategy to succeed.

The best companies have realized that to keep growing in a competitive business environment, their employees must be their top priority and their people strategy must involve the organization’s entire management team. HR works hand in hand with the management team to create and execute a solid strategy, setting the appropriate metrics and monitoring them to ensure that everything goes according to plan.

So it only makes sense that when setting business goals for the coming year, HR should be closely and directly involved in ensuring that goals are met and that the company has all the tools and resources needed to meet them. And meeting those goals all centers around — you guessed it — a good people strategy.

A good people strategy will relate to various parameters including recruitment, retention plan, talent programs (i.e. nurturing the company’s next generation of managers), transparency, and communication mechanisms.

As a bonus, a people-centered business strategy will also help HR hit all their KPIs. Better yet, you won’t achieve high attrition and employee retention simply for the sake of keeping the numbers up — you’ll achieve high attrition and employee retention because your solid people strategy draws employees who want to work for your company and want to keep working for your company.

How exactly does this all play out? In recruitment, it’s important to understand the expectations for the upcoming year’s growth. Then, you’ll need to translate that growth into positions.

So, say that the company aims to bring in another $1 million in sales. You’ll have to think: do we have enough salespeople to achieve that? If not, when should we hire more? How will this growth impact other departments, such as customer success and customer support?

Forecast your company’s growth to ensure that you have the budget for necessary positions. Then, start recruiting several months before you need to hire.

In today’s business world, it’s hard to hire great employees and even hard to keep them. Losing out on a good candidate can cost you, both in terms of time and money. That’s why creating and applying a strong people strategy is a necessary component to staying competitive.

We all have a story of an employee that we worked oh-so-hard to recruit. We spent hours emailing back and forth, on the phone, and in person.

And then finally, you reach your new employee’s much-anticipated start date. Maybe things got off on the right foot, or perhaps it was a slow start. Either way, it didn’t take long for your new star recruit to quit the company.

These stories are common, yet their a huge point of frustration and disappointment each and every time they happen, for each and every HR professional.

Employee Turnover Everywhere

Most growing companies spend time, resources, and money on employee turnover. They struggle to maintain talent and retain employees. Worse yet, most of these companies are not properly calculating the annual costs of such high employee turnover.

When you do run the numbers, you can clearly see the problems caused by this costly trend. The tech industry, which holds the enviable first place position for employee turnover, sees 15% employee turnover each year. This can be easily attributed to the high competition and demand for tech positions combined with the fierce talent war funded by large enterprises.

But even with money to throw at new recruits, large tech enterprises aren’t faring all that well in said talent wars. At Uber, the tech company with the highest employee turnover, the average employee stays with the ridesharing company for a mere 1.8 years, while file file-sharing Dropbox can count on keeping employees for 2.1 years.

And though big tech’s turnover woes may seem beneficial for small and medium-sized businesses, it actually spells trouble for them as well. Their limited resources mean that they simply can’t compete for talent, and a lost employee at a small company equates to a bigger chunk of lost overall company knowledge and productivity.

Calculating Your Annualy Turnover Cost? Better Start

But before you dive straight into creating a talent career development, there are a few parameters to measure and pain points to consider. And by supporting your KPIs with meaningful data and hard numbers, you’ll be able to make the right moves for every stage of your company.

First things first: are you actually calculating your annual employee turnover cost? And why is it important?

Understanding the numbers that drive employee turnover can shed light on the daily decisions we make. It can help justify what we do, mitigate inefficiencies, and help us steer clear of problems.

Let’s look at an example. Sheila is a began her role as a junior marketing analyst immediately following her graduation. Then, when one of the senior business analysts resigned, she found herself one of the company’s most important intersections — analyzing different aspects of the company’s product usage and ROI.

And though her new responsibilities entail more work and longer hours, they didn’t come with a salary raise. Finally, after months of wholly dedicating herself to her role, she met with her manager to ask for a raise that would reflect her greater contribution. During the meeting, she mentioned that she’s been approached by several companies offering more than a 50 percent increase in her current pay. Now, assuming that Sheila is performing above and beyond all expectations, what would you do?

In this situation, a clear calculation of the actual cost to replace Sheila would be the wisest approach. Then, you can decide on a salary increase that works best for both parties.

Things to take into consideration:

Salary of a potential replacement. How much would it cost in comparison to Sheila’s salary?

Time to recruit a replacement. How many HR and business hours will be dedicated to the interview process?

Cost of an unfilled position. What is the monthly loss of not having anyone in this position?

If you have a clearly defined answer to all of these questions, you’ll be able to better plan your workforce and react to situations like Sheila’s.

With an increase in contractors, new and improved communication technology, and innovative project management tools, many employees are cutting down on time spent in the office. Instead, they’re opting to work from home.

While word in the work world is that many larger organizations are scaling back on work-from-home perks, there’s no doubt that this shift is here to stay. And we think this makes absence tracking more crucial than ever before.

Why, you ask?

Well first there’s that ever-present, obvious answer: money. Each year, employee absences cost the UK approximately 29 billion pounds. So while we can provide our employees with the option to work from home, we need to be sure that they’re honest about whether they’re actually working from home or just taking the day off without using any precious PTO.

But though cash is king, there’s a lot more to it than money. Employee absences can tell you a lot — not only can it clue you into morale and overall job satisfaction, but it can also indicate productivity-affecting changes in an employee’s personal life. Whatever the underlying reason may be, it should be carefully considered and addressed.

So, here are some key reasons that you should be tracking employee absences:

Foster organizational transparency. From understanding time-off policies to the ability to plan vacations and beyond.

Streamline processes. It’s not just about who was absent and when — your absence processes can benefit your employees as well. For instance, you could set up a way to credit employees by adding time off to their balance or setting up policies for birthday PTO.

Spot trends. Whether it’s a trend pertaining to the entire organization, a certain team, or a particular employee — spotting absence-related trends will allow you to be more proactive about identifying and fixing problems within your organization.

Increate engagement. Delegate responsibilities to managers so they can plan and track their team’s time off or use the-time off as a compensation mechanism. Your call.

All in all, it’s worthwhile to set up a work from home policy for your employees. However, though it provides flexibility (a top priority for millennials choosing an employer) and facilitates work-life balance, it can also create certain challenges. But bear that in mind, and you can use those challenges to shed light on issues within your organization, and come up with a sound solution.

Trying to cope with intense career ambitions alongside a full personal life can be difficult, overwhelming, and totally tiring.

In recent years, there’s been much discussion of the work-life balance and the importance of time spent with friends and family. In fact, not only does carving out some personal time increase happiness and reduce stress, but it also increases productivity.

But many modern professionals seem to have trouble striking that balance. In fact, an overwhelming number — 94 percent — are spending more than 50 hours per week at work says a Harvard Business School survey, according to Forbes. Furthermore, more than half of the participants in that same study work more than 65 hours per week.

As a manager, you might think that employing an intensely dedicated workaholic couldn’t possibly be bad for your team. After all, who wouldn’t want to have an employee so fiercely committed to their work?

But, as research tells, the real answer is a little more counterintuitive. According to several different studies, a poor work-life balance is the number two reason respondents say they left their jobs.

So as much as we want dedicated employees, we also want employees who are productive, sharp, and engaged. We want employees who are growing within the company and staying for the long run.

While the amount of time an employee spends at the office seems to indicate hard work and motivation, everything is not what it seems. Sometimes, time at the office is nothing more than time at the office — it doesn’t necessarily entail productivity or motivation.

So then, how can we actually measure an employee’s productivity while maintaining the work-life delicate balance? Here are some actual questions to ask yourself.

Are we correctly measuring employee output? How do we measure it? Is it by tasks completed, KPIs established, or peer/manager reviews? Take a long, hard look at your measurements to make sure that they’re reasonable and fair.

Did we set the right KPIs for our employees? Are these KPIs both trackable and measurable? That doesn’t necessarily mean that you need to set quantity-based KPIs — but even when you do set quality-based KPIs, it must be based on progress you can measure.

How often does the employee receive feedback about their work, goals, and progress? This shouldn’t be confused with micromanagement — it’s about a direct line between manager and employee, allowing them to quickly and efficiently discuss any issues and report wins.

Do our goals relate to the company’s goals and vision? Or is simply a matter of the employee’s progress and improvement? It should always be a combination of both. You’ll want to make sure that your KPIs align with the company’s goals, as well as your employee’s personal ambitions.

Are the KPIs tailor-made? Obviously, you’ll want to use a different measure of productivity for your tech people versus your sales people. There are varying methodologies to create each measurement, and you’ll have to tailor your KPIs and measurements per the employee’s role, time at your company, and seniority.

We know that employee satisfaction matters. In past posts, we’ve talked all about why happy employees make for a better organization, increasing employee engagement, and designing your onboarding program to keep employees around for the long haul.

But you can’t always make everyone 100 percent happy. Employees leave their employers every day. Maybe they spot a shiny new opportunity. Or perhaps they see a chance to upgrade their terms and compensation. Or possibly, they wanted to relocate.

Regardless of the reason, employees always seem to quit at the worst time — when the team’s other backend developer is about to give birth, after you’ve recruited two new junior employees on the team and expected your more senior employee to train them, or during Q4 when everyone’s out for the holidays and there’s no one around to handle new recruits.

So, what can you do to anticipate employee turnover? Here are a few signs of troubled times ahead.

They’ve hit a personal milestone. Whether it’s a birthday, work anniversary, or class reunion, these mile markers of our time on earth often lead us to contemplate our own life. Likewise, employees are likely to reevaluate their career satisfaction during these reminders of times-gone-by.

They’re becoming more active on Linkedin. If your employee is gaining new connections by the day, liking all the posts on their feeds, or suddenly publishing long-form posts on LinkedIn, then keep an eye out — they may be ready to pounce on a new opportunity.

They didn’t get the raise or promotion they were expecting. Progress and rewards make employees feel that they’re work is worthwhile. On the other hand, stagnancy breeds boredom and contempt, leaving dedicated employees feeling disheartened and unappreciated.

Their work wife/husband is leaving the company. Having a friend at the workplace can make the experience. It can make work more enjoyable and meaningful. So, when that friend takes off, it can change the employee’s entire work experience and outlook on the company.

They’re taking more time off. Notice that one of your employees is suddenly taking way more time off than ever before? They very well could be interviewing with other companies on the DL.

They’re struggling to fulfill their professional goals. Perhaps the role is simply not right for them. If they’re giving maximum effort to fulfill the minimum requirements, they’re likely in above their head, an altogether frustrating experience.

They have a new manager.They say employees don’t leave companies… they leave managers. A new manager can spell change in an employee’s role, responsibility, and interpersonal connections.

But what do you do when you notice that your employee is about to call it quits? It’s time for a friendly chat. Talk openly and honestly to understand their mindset and morale and ask what exactly you can do to improve their experience at your company. While it may be too late, you could just as easily catch them just in time to convince them to stay.

And in those early few moments of meeting a new face or trying a new thing, we usually judge fast and hard, whether we want to or not.

You’ve exerted all your effort into finding, courting, and finalizing your newest hire. Now, cross your fingers and [verb], hope, pray that it’s a good fit, both for you and your new employee.

But really, you don’t need to hope or pray — your employee’s smooth landing in your company is entirely within your control. And it’s your job to as a manager to build long-term motivation, engagement, and satisfaction — basically, it’s your job to give a good first impression of your company.

Our first days at a new job greatly influence our overall satisfaction at the company. Employees are overwhelmingly influenced by their onboarding process — 91 percent of employees will stay at a company if they’ve experienced an efficient onboarding process. Sixty-nine percent will stay if they experienced a well-structured and programmed onboarding process.

Onboarding is a key predictor of employee longevity. If you want to invest time, energy, and resources into one company process, onboarding is the obvious way to go.

But what makes onboarding efficient? How do you onboard successfully? Where do you start?

There’s a lot to think about, and it’s overwhelming enough without considering the pressure of a first impression. So that’s why we’re here to guide you down the right path.

We’ve highlighted a few of the most important aspects of your onboarding process. We’ll give you the lowdown on what you should focus on and why, so you can keep your new hires happy and working at your company.

Deliver the right information. You have the rare and valuable opportunity to curate your first impression. Just imagine if you could present the social media version of yourself at every networking event you go to, instead of being that awkward girl standing in the corner talking to a cupcake. In onboarding, you get to do exactly that for your company — show off its best qualities and in a flattering light. You actually get to choose the first impression that you want to make. Each individual organization is different, and hence, approaches this presentation differently. Some emphasize culture, while others highlight vision, and still others focus on goals. But consider the following: what kind of atmosphere do you want to create? Who should welcome the new hires? How will they be trained? Who can they approach with questions? All of these seemingly small details make an immense difference.

Prepare for your new hire. Supporting the newest member of your team starts days before they enter the building. You want to make sure that they feel welcome from their first moment on the job, and that means being fully prepared for their arrival. From the basic logistics — desk, chair, computer — to an introduction to their first day’s work, to anything else that will help them start their first day off on the right foot. To make sure that you don’t miss a beat, you should create an onboarding to-do list that includes everything that must be done before an employee’s official start date.

Use the buddy system.Assigning buddies to new employees is an important way to foster their adjustment. It not only makes the social aspect a whole lot more pleasant (nobody wants to eat their first lunch alone), but will provide a source of knowledge. A veteran buddy can help new hires understand the office routine, norms, and policies and introduce them to other teammates. On top of that, as the company’s HR, this system has double the impact — not only will this help ease your new hire into their new surroundings, but you’ve engaged the buddy, allowing them to take on a leadership role.

Onboarding is ongoing.Onboarding doesn’t end with the official process. An employee’s first few months at a company are crucial to their happiness and success. Your onboarding flow should include a follow-up feedback session with employees 30 and 90 days after their official hire date. You should use these meetings to learn about their adjustment, interpersonal relationships, understanding of the role, professional expectations, and goals.

Get feedback.It’s as simple as asking your new hire, “So, how was the onboarding?” Find out what went well and what could have gone better. Set aside a dedicated time to chat about this. This will help you improve and measure your success over time.

We hope this helps you onboard better! Do you have any tips of your own? Feel free to reach out and share it with us!

It’s no secret that for most company management teams, the bottom line is what drives the business.

Yet, when talking the talk, many leaders will tell a different story. When asked about their primary business concern, one in three American CEOs point to keeping talent on the team.

According to Forbes, one of the key incentive keeping talented professionals at their current companies is employee engagement.

But what is employee engagement, exactly? According to Gallup, engaged employees are involved in, enthusiastic about, and thoroughly committed to their work and their workplace. Though this might sound simple, it’s rarer than you’d think: the same Gallup poll found that 87 percent of employees are not engaged at work. Meanwhile, they also found that companies that foster high levels of employee engagement will outperform competitors by 147 percent in earnings per share.

The numbers don’t lie — engagement is not only good for employees, but good for companies, shareholders, and leaders.

So now that we’ve solved the “what” of employee retention, we’ll get to the “how”: here are five proven ways to improve employee engagement.

Start by measuring. Before you hit the ground running with employee engagement programs, you need to do some research and find out what matters to your employees. To do this, you’ll need to measure employee satisfaction, overall engagement, and the source of that engagement. Are they engaged by your company’s vision? By its mission, capabilities, or values? Compare what’s working within your organization to what could clearly be improved upon. Discern differences between teams and departments, then dig deep to understand the roots of those differences.

Managers must be up to the challenge. Though employee engagement and satisfaction start in HR, they certainly don’t end there. These concepts are important throughout your workplace ecosystem, and anyone who manages anyone else needs to bear them in mind. Little things like continual feedback, off-site activities, and/or honest and open discussions about personal achievements can make a world of difference.

Always keep the company’s overarching message in mind. Ask yourself: what message is this company delivering? How do we deliver it? When do we deliver it? There’s a constant stream of information that must move from the company’s leaders to the rest of its employees. If you’re committed to keeping all employees engaged, connected, and invested to the company’s vision and goals, it’s important that you constantly evaluate and reevaluate your deliver. Does it come in an inspiring, motivating package, or is a barebones “bottom line” delivery? Plus, these messages need to come from company leaders at a time that is fair, timely, and effective for all.

Help employees find their voice. As HR managers, we have dozens of daily decisions to make. It’s not unusual for our to-do lists to be several pages long, spanning a wide variety of topics. And it always helps to have a deep knowledge of each topic, which adds an element of research and learning to every bullet point. One great way to increase employee engagement is to spread some of this responsibility among employees, not only heightening the overall level of expertise within your organization, but positioning individual employees as experts who can help make decisions, strategize, and resolve complex problems.

Do you have any of your own tips for engaging employees? Share it with us!

As an HR Manager, you want your recruits to be happy. That is your job, after all.

Plus, happier employees make for a more productive workplace. In fact, happiness amongst employees is a key factor in a company’s success — it’s proven to improve business results up to 30 percent.

But keeping everyone happy is easier said than done. To start, you have to know whether employees are happy or not. Someone might seem perfectly content, but at the end of the work day, they go home and vent all their office-related frustrations to friends or family. Not to mention, every aspect of “happiness” is subjective; it means something a little different to everyone, and the things that make us happy vary from person to person.

To determine what factors truly matter when it comes to satisfaction at work, we took a look at the research and came up with the six metrics that matter most. So, here are the questions to ask when assessing the happiness of employees.

Does she like her direct manager? Even if she absolutely loves the office culture, her coworkers, and the company itself, it’ll be hard for her to be happy if she doesn’t care for the person she reports to. Nobody wants to be seen a mindless piece of equipment that serves solely to support the team in a highly designated capacity — it’s important that all employees are treated as individuals, with their own skills, interests, and aspirations.

Are expectations clear? It’s hard to hit a goal if you don’t know where to aim. An employee should know exactly how he’s being assessed and what his manager expects of him, so he understands exactly what qualifies as progress. This allows him to plan for the future of his career, helping him stay focused, motivated, and work smart.

Do your employees like the work environment? If you’ve ever had a work space that you can’t stand, you know how it affects you: low concentration, low energy, low productivity. Affecting factors can include everything from the in-office social life, to pet friendliness, and beyond. So whether the decor is drab, the temperature is cold, or the room is noisy, it’s important to recognize that even seemingly minor things can influence the way employees feel about the workplace.

Does your company provide a platform for initiatives? Everyone wants the opportunity to be themselves and shape the office culture, even in small ways. Making sure that employees have a say when it comes to day-to-day office life, whether it’s bringing a pet to work or planning an out-of-office meetup can help them feel valued.

Is the work meaningful? Now, this may sound like it only applies at nonprofits or other mission organizations — however, meaning can come from anywhere. While meaning certainly could come from making the world a better place, it could also come from career growth, personal growth, or skill growth.

Are employees fairly compensated? Your employees know what they should be earning — they talk to their friends, search the Internet, and network with peers in the field. Unfair compensation can create resentment, so even if they love what they do, they won’t love who they’re doing it for.

Is your workplace stable? Instability in the workplace can understandably cause a certain anxiety. If your company is regularly restructuring, undergoing rounds of layoffs, or frequently changing company policies, it’s likely impacting your employees’ mental health. When employees are uncertain of their future, it’s tough to focus on their jobs.

Knowing what to ask is the first step to making your workplace everyone’s happy place.

Do you think we missed something? What do you think affects workplace happiness? We want to hear from you 🙂

It’s not just about setting up phone screenings and managing complaints — an HR professional wears at least a dozen different hats. We’re the first person a recruit meets, and the last person an employee formally chats with before leaving the company. We plan events, shape the culture, and make sure that everything runs smoothly.

And when there’s so much to do, it can be overwhelming to do it all right.

Before founding Mensch, I spent 20 years working as an HR professional, where I learned a lot about what works, what doesn’t, and how to be most efficient. Chief among those lessons is that your people are the most important part of your company, and that aligning your corporate values with the people you hire will be key to your company’s success.

So, how exactly does one do that? Here are a few tips I’ve managed to pull out from all the lessons I’ve learned.

1. Be open minded. Look beyond CVs, past LinkedIn pages, and deeper than cover letters. When it comes to job applications, there’s a limit to what you can learn about a job candidate. Of course, there are always skills that a candidate must possess — but also take time to chat with candidates that don’t have all the relevant experience. While many such individuals might not be your best bet on paper, they’ll come in with a natural creativity and are bursting at the seams with fresh ideas. Get to know the person on the other side of the table not only as a candidate, but as an individual. What are their ambitions, their goals, their dreams, and can these drivers be an asset to the company. Though a job application can be a good starting point, there are so many qualities that simply can’t be explained on a 11 x 8.5 sheet of paper.

2. Aim higher than anyone expects you to shoot. As an HR professional, you’re responsible for leading management teams and providing them with the tools they need to lead employees. You help them manage expectations, set goals, and measure outcomes. You impact and contribute to the company come by helping managers set the right expectations from their employees, and to challenge them to achieve more than they knew they could. For you, it’s not all about revenue contribution, but about helping employees define their strengths, then nurture those strengths into expertise.

3. See the people through the numbers. What makes a company successful? How can we spot talent? How can we replicate successful teams? How can we recognize important trends in advance? These are the questions that each and every HR should ask themselves to be proactive. A great HR person can identify the employees who make the company what it is — in turn, making them one of those ultra-valuable employees themselves, in a inception-esque twist.

4. Make data-backed claims. In HR, our input often has the power to make or break and employee career, influence over company-wide expenses, and the pull to define the company’s DNA. Decisions about downsizes, promotions, new offices, new hires, compensation, and beyond are important and should all be supported with real and reliable numbers. For instance: if you’re opening a new branch in a new city, it’s important to have a complete and accurate breakdown of all the costs associated with it.

5. Define your goals and KPIs.Human resources is a wide-ranging field that covers everything from recruiting, to career development, to employee welfare, to organizational restructuring, to interpersonal mitigation, to office culture, and way, way beyond. Even if you’re an amazing HR, no one will know it unless you’re able to document and show your progress. Set KPIs that can easily be measured to reflect your wins or understand your challenges.

HR isn’t easy. There’s no rulebook, no guide, and no right or wrong way to go about it. Hopefully, my own hard-won wisdom helps you broaden your view and incorporate new ideas into the way you work.

Yours,

Galia Bachar

Galia brings over 20 years in HR and People Management both from early-stage startups to IPO companies. Today Galis is Co-Founder and CEO at Mensch HR.

We are here to present you the key factors of the General Data Protection Regulations (GDPR), and how you should get prepared to manage your employees’ data accordingly.

Do you hire EU employees? Have current employees in the EU? Do you store vendor data that includes personal information about individuals in the EU?

If you replied YES for at least 1 of these questions, and regardless of you are headquartered in EU or not, you are required to become GDPR compliant.

So, what is GDPR anyway?

The General Data Protection Regulation (GDPR) is a law that aims to strengthen European Union residents’ rights to privacy and protect their personal data. This law will impact how Organizations and tools collect, store and manage personal data from EU residents.

In order to continue conducting business within the EU, all companies that interact with personal information of EU citizens must be compliant with the GDPR.

When will GDPR take an impact, and what is the cause of non-compliance?

GDPR will come into effect fully across all European member states as of May 25, 2018. Not complying with certain provisions of GDPR, can result in a fine of up to €20 million or 4% of your gross profit.

Both clients and employees will demand a certainty that your company is a GDPR compliance.

What are the main requirements to become GDPR compliant?

GDPR is a multi-step process. It requires meeting framework security and data protection standards, as well as how employers collect and store their employees’ data, and provide the “right to be forgotten” (RTBF).

What are the differences between Data Controller and Data Processor?

Data Controller is the entity who is determining the purpose, the means and the nature of the data that is being collected. In other words – data controller is you, your company.

Data Processor is the entity or agency that is processing personal data on behalf of the data controller. Mensch is a data processor and will be taking all measurements to ensure its compliance as data processor.

However, although you might be using GDPR compliant tools, does not mean that you as a data controller are automatically compliant as well. As Data Controller, It is important you explore your obligations in order to become GDPR compliant as well.

What is GDPR impact on HR management?

As data controller, HR should ensure the data collected on the employee level is stored in a secure, compliant manner. Ensure that the tools that are being used to process employees data, are compliance with GDPR and ensure that the company has the right to collect and store employees information.

Is Mensch GDPR compliant?

Mensch is the perfect platform to use in order to ensure you protect your employees data. We provide top-level security of employees database, as well as a way for you to communicate inside your organization securely.

Mensch has set a goal to become GDPR compliant as of May deadline. These days we are finalizing all GDPR requirements, both on the platform security and framework, and on the transformation, storage and accessibility of your employee’s personal data.

If you have any further inquiries regarding Mensch GDPR compliancy, please contact us at support@mensch.io

We will update you once Mensch is fully GDPR compliant through our blog and newsletter.